sfss.ca · mbc 2254 university and academic affairs committee simon fraser student society monday,...

MBC 2254 University and Academic Affairs Committee

Simon Fraser Student Society Monday, September 16th, 2019

1. CALL TO ORDERCall to order – 1:34 PM

2. TERRITORIAL ACKNOWLEDGMENTWe respectfully acknowledge that the SFSS is located on the traditional, unceded territories of the Coast Salish peoples, including the xʷməθkʷəy ̓əm (Musqueam), Sḵwx̱ wú7mesh Úxwumixw (Squamish), Sel̓ íl̓ witulh (Tsleil-Waututh), kʷikʷə ƛ̓əm(Kwikwetlem) and q̓ ic ̓əy ̓ (Katzie) Nations. Unceded means that these territories have never been handed over, sold, or given up by these nations, and we are currently situated on occupied territories.

3. ROLL CALL OF ATTENDANCE3.1 Committee Composition VP University (Chair) ...................................................................... Shina Kaur Arts and Social Sciences Representative ......................................... Jennifer Chou Faculty Representative (Health Sciences) ....................................... Osob Mohamed At-Large Representative (student at-large) ..................................... Simran Randhawa Faculty Representative (Education) ................................................. Emerly Liu President ........................................................................................... Giovanni HoSang At-Large Representative (student at-large) ..................................... Phum Luckkid At-Large Representative .................................................................. Rayhaan Khan

3.2 Society Staff Executive assistant ........................................................................... Shaneika Blake CRPC ................................................................................................ Sarah Edmunds GSS External .................................................................................... Matt McDonald

3.3 Guests Guest................................................................................................. Sabah Khan

3.4 Regrets At-Large Representative .................................................................. Stephanie Chiakwelu

4. RATIFICATION OF REGRETS4.1 Motion UAA 2019-09-16:01Jennifer/GiovanniBe it resolved to ratify regrets from Stephanie Chiakwelu.CARRIED AS AMENDED

5. ADOPTION OF THE AGENDA



5.1 Motion UAA 2019-09-16:02 Phum/Giovanni Be it resolved to adopt the agenda as presented. CARRIED

6. NEW BUSINESS 6.1 Motion 2019-09-16:03 Osob/Jennifer Be It Resolved to approve the changes to the SFSS Board Policies UAA Committee Terms of Reference. CARRIED AS AMENDED

6.2 Motion 2019-09-16:04 Simran/Emerly Be it resolved to approve $2313.87 from line item 820/18 for Shina Kaur and Osob Mohamed to attend the 2019 Open Education Conference in Phoenix, AZ. (see attached) CARRIED

Discussion: • The aim is to learn new tactics and get this more known at SFU; • It is brought out that UAA Committee does not have to get approval from the Board but

should present it to the Board; • It is suggested that the participants prepare a briefing note with the actual spending and the

take-aways after the conference.

6. DISCUSSION ITEMS 6.1 Debate Logistics Plan

• Currently the cost will be $509 for MECS • SFU will be paying us for $500 and GSS $300 • It is brought out that there is a need for a microphone to move through the room • 50 people have already registered • There is a need for volunteers from 4:30 PM to 8:30 PM

o Debate takes place from 5:30 PM to 7:30 PM o Volunteers needed from 4:30 PM – 5:45 PM to direct people across campus

• There are 14 seats reserved for SFSS • It is suggested to send invites to SFSS Council and put information in the club and student

union newsletter • SRS risk assessment on will take place on Wednesday at 10:30 AM in the library.

6.2 Transport 2050 survey

• The event takes place in Mount Pleasant community center • Transport 2050 Youth Advisory council • The aim is to collect feedback from youth that will directly inform Translink for 2050 • Wants to engage with this group for the relevance with the gondola project.



7. ATTACHMENTS• Briefing Note - Open Ed Conference.pdf

• SFSS Board Policies 2019-08-22.pdf

8. ADJOURNMENT8.1 MOTION UAA 2019-09-16:05Phum/EmerlyBe it resolved to adjourn the meeting at 2:14 PM.CARRIED

BACKGROUND The 16th Annual Open Education Conference is a space to share and learn about state-

of-the-art research, practice, and advocacy in open education resources, open pedagogy, and open education. It is a holistic perspective on open education and an opportunity to connect with faculty, researchers, policymakers, and advocates. The financial well-being of students is part of the SFSS strategic plan. We have made a commitment to research and do more work regarding increasing affordability for higher education and offsetting the costs of educational resources. The University and Academic Affairs committee has include OER in our year plan, and how we can positively impact students through this initiative.

This conference is a way to share expertise and network through panels, presentations, roundtables, poster sessions, and lightning talks. We are hoping to gain further insight into this relevant and important issue faced by students everywhere. The conference started in 2004 with less than 50 attendees, and has grown to approximately 800 in the previous year with a variety of locations chosen. This conference has previously been held in Logan and Park City, Utah; Vancouver, BC, Canada; Barcelona, Spain; Washington, DC; Anaheim, California; Richmond, Virginia; and Niagara Falls, New York.

CURRENT STATUS The Open Education Conference takes place from October 30 to November 1, 2019 in

Phoenix, Arizona. We need to send delegates to the conference which would require accommodation, flight, tickets, and dinner for each night, and Uber to and from the airport.

Possible flight itinerary:

https://www.google.com/flights?lite=0#flt=YVR.PHX.2019-10-29.YVRSEA0DL2317~SEAPHX0DL653*PHX.YVR.2019-11-01.PHXSEA0DL2886~SEAYVR0DL2312;c:CAD;e:1;px:2;sd:1;t:b;sp:2.CAD.28000*2.CAD.57692

BUDGET LINE ITEM: 820/18

Category: Unit Cost: Quantity Total Cost:

Tickets $150 USD 2 tickets $394.90 CAD

Accomodation $199 USD 3 nights $789.97 CAD

https://www.google.com/flights?lite=0#flt=YVR.PHX.2019-10-29.YVRSEA0DL2317%7ESEAPHX0DL653*PHX.YVR.2019-11-01.PHXSEA0DL2886%7ESEAYVR0DL2312;c:CAD;e:1;px:2;sd:1;t:b;sp:2.CAD.28000*2.CAD.57692



Flights $280 CAD 2 flights $577 CAD

Meal Allowance $30 USD 4 meals for two $158 CAD

Uber $35 USD 2 rides (to and from airport) $92.19 CAD

Subtotal $2012.06 CAD

Contingency (15%) $301.81 CAD

Total $2313.87

RECOMMENDATION

Be it resolved to approve $2313.87 from line item 820/18 for Shina Kaur and Osob Mohamed to attend the 2019 Open Education Conference in Phoenix, AZ.

[Type here] [Type here] [Type here]

1 July 20, 2015

The following Board policies establish the organizational ends and means of the

SFSS.

SFSS Board Policies

Simon Fraser Student Society

Last Updated: 2019-08-2202 SFSS Board Policies

Page 2 of 82

TABLE OF CONTENTS Ends Policies ............................................................................................................... 4

Global Ends Statement – Mission and Values .............................................................................. 5

ENDS-1: Improved Academic Conditions ..................................................................................... 6

ENDS-2: Improved Social Conditions ........................................................................................... 7

ENDS-3: Improved Financial Conditions ..................................................................................... 8

ENDS-4: Improved Health Conditions and Wellbeing .................................................................. 9

Board-Management Delegation Policies ..................................................................... 10

Global Board-Management Delegation Statement ...................................................................... 11

BMD-1: Unity of Control ........................................................................................................... 12

BMD-2: Accountability of the Executive Director ....................................................................... 13

BMD-3: Delegation to the Executive Director ............................................................................. 14

BMD-4: Monitoring Executive Director Performance .................................................................. 16

Executive Limitations Policies .................................................................................... 18

Global Executive Limitations Statement ..................................................................................... 19

EL-1: Treatment of Members ...................................................................................................... 20

EL-2: Treatment of Staff ............................................................................................................ 21

EL-3: Financial Condition and Activities ................................................................................... 22

EL-4: Financial Planning and Budgeting .................................................................................... 23

EL-5: Asset Protection ................................................................................................................ 24

EL-6: Compensation and Benefits .............................................................................................. 26

EL-7: Communication and Support to the Board ........................................................................ 27

EL-8: Emergency Executive Succession ........................................................................................ 28

EL-9: New Program, Service, or Enterprise .................................................................................. 29

Governance Process Policies ...................................................................................... 30

Global Governance Process Statement ........................................................................................ 31

GP-1: Governing Style ................................................................................................................ 32

GP-2: Board Job Description ....................................................................................................... 33

GP-3: Code of Conduct .............................................................................................................. 34

GP-4: Officer Job Descriptions .................................................................................................... 36

GP-5: Exiting the Board ............................................................................................................. 39

GP-6: Board Committee Principles ............................................................................................. 40

GP-7: Board Committee Structure .............................................................................................. 41

GP-8: Board Training, Development, and Tools ......................................................................... 43

GP-9: Annual Planning .............................................................................................................. 44


Page 3 of 82

GP-10: Conflict of Interest Guidelines ........................................................................................ 45

GP-11: Creation and Dissolution of Board Committees .............................................................. 48

GP-12: Committee Member Appointment and Resignation ........................................................ 49

GP-13: Director Stipend Reduction Schedule .............................................................................. 52

GP-14: In-Camera Sessions ......................................................................................................... 55

GP-15: Advocacy and Lobbying Standards ................................................................................. 56

Appendix 1: Agreement to Adhere to the SFSS Board Policies .................................... 58

Agreement to Adhere to the SFSS Board Policies ......................................................................... 59

Appendix 2: Board Committee Structure ................................................................... 60

Nominating Committee .............................................................................................................. 61

Governance Committee .............................................................................................................. 63

Finance and Audit Committee ................................................................................................... 65

Executive Committee .................................................................................................................. 67

Federal, Provincial, and Municipal Advocacy and Lobbying Committee ..................................... 69

University Advocacy and Lobbying Committee ........................................................................... 71

Events Committee ....................................................................................................................... 73

Committee for Board Continuity ................................................................................................ 75

Surrey Campus Committee ......................................................................................................... 77

Vancouver Campus Committee .................................................................................................. 79

Accessibility Fund Committee ..................................................................................................... 81


Page 4 of 82

ENDS POLICIES


Page 5 of 82

GLOBAL ENDS STATEMENT – MISSION AND VALUES

POLICY TYPE: ENDS POLICIES POLICY TITLE: GLOBAL ENDS STATEMENT – MISSION AND VALUES POLICY REFERENCE NUMBER: N/A

Adopted: September 18, 2015 Next Scheduled Revision: May 2020

Previous Revisions

MISSION STATEMENT The Simon Fraser Student Society exists to improve the undergraduate student experience, as comprised of the following aspects:

• academic, • social,

• financial, and

• health and wellbeing.

ORGANIZATIONAL VALUES In all its activities, the members, employees, and guests of the Society will act in a manner consistent with the Society’s fundamental values:

• Inclusivity • Integrity • Empowerment

• Advocacy

• Community


Page 6 of 82

ENDS-1: IMPROVED ACADEMIC CONDITIONS

POLICY TYPE: ENDS POLICIES POLICY TITLE: IMPROVED ACADEMIC CONDITIONS POLICY REFERENCE NUMBER: ENDS-1


Previous Revisions

The academic experience of members is of the highest possible quality.

1. Members are provided with sufficient and appropriate study space. 2. Members have access to high-quality and responsive academic support services. 3. Members have the highest quality libraries and research tools at their disposal. 4. Members have access to high-quality and available courses.


Page 7 of 82

ENDS-2: IMPROVED SOCIAL CONDITIONS

POLICY TYPE: ENDS POLICIES POLICY TITLE: IMPROVED SOCIAL CONDITIONS POLICY REFERENCE NUMBER: ENDS-2


Previous Revisions

Members enjoy a rich social life.

1. Members are able to find and connect with other students. 2. Members have access to appropriate space. 3. Members have the resources available to support their activities. 4. Members are informed about the social activities.


Page 8 of 82

ENDS-3: IMPROVED FINANCIAL CONDITIONS

POLICY TYPE: ENDS POLICIES POLICY TITLE: IMPROVED FINANCIAL CONDITIONS POLICY REFERENCE NUMBER: ENDS-3


Previous Revisions

Members can afford the cost of their education.

1. Members can afford the cost of their tuition and fees. 2. Members have access to financial support on the basis of:

a. academic standing, and b. financial need.

3. Members have access to lower-cost educational resources. 4. Members have access to revenue generating opportunities on campus.


Page 9 of 82

ENDS-4: IMPROVED HEALTH CONDITIONS AND WELLBEING

POLICY TYPE: ENDS POLICIES POLICY TITLE: IMPROVED HEALTH CONDITIONS AND WELLBEING POLICY REFERENCE NUMBER: ENDS-4

Adopted: September 18, 2015 Next Scheduled Revision: June 2018

Previous Revisions

Members pursue their studies in health promoting conditions that contribute to their wellbeing.

1. Members have access to the services and supports necessary to achieve their optimal mental health.

2. Members have access to the services and supports necessary to achieve their optimal physical health.


Page 10 of 82

BOARD-MANAGEMENT DELEGATION

POLICIES


Page 11 of 82

GLOBAL BOARD-MANAGEMENT DELEGATION STATEMENT

POLICY TYPE: BOARD-MANAGEMENT DELEGATION POLICIES POLICY TITLE: GLOBAL BOARD-MANAGEMENT DELEGATION STATEMENT POLICY REFERENCE NUMBER: N/A


Previous Revisions

The Board’s sole official connection to the operational organization, its achievements, and conduct will be through the Executive Director.


Page 12 of 82

BMD-1: UNITY OF CONTROL

POLICY TYPE: BOARD-MANAGEMENT DELEGATION POLICIES POLICY TITLE: UNITY OF CONTROL POLICY REFERENCE NUMBER: BMD-1


Previous Revisions

Only officially passed motions of the Board are binding on the Executive Director.

1. Decisions or instructions of individual Board members, officers, or committees are not binding on the Executive Director.

2. In the case of Board members or committees requesting information or assistance without Board authorization, the Executive Director can refuse such requests that require, in the Executive Director’s opinion, a material amount of staff time or funds, or are disruptive.


Page 13 of 82

BMD-2: ACCOUNTABILITY OF THE EXECUTIVE DIRECTOR

POLICY TYPE: BOARD-MANAGEMENT DELEGATION POLICIES POLICY TITLE: ACCOUNTABILITY OF THE EXECUTIVE DIRECTOR POLICY REFERENCE NUMBER: BMD-2


Previous Revisions

The Executive Director is the only link to the operational achievements and conduct at the disposal of the Board. Consequently, all authority and accountability for staff is vested in the Executive Director.

1. The Board will never give instructions to persons who report directly or indirectly to the Executive Director.

2. The Board will not evaluate, either formally or informally, any staff other than the Executive Director.

3. The Board will review the performance of the Executive Director by reviewing the performance of the organization, so that the accomplishment of Ends Policies, and the adherence to the scope of Executive Limitations will be viewed as the successful job performance.

a. The Chief Executive Office is also expected to achieve those ends and adhere to those limitations while maintaining the highest level of professionalism and client services.

4. Board members may be invited by the Executive Director to be on operational/Executive Director committees, and thereby participating in organizational operations as volunteers under the authority of the Executive Director.


Page 14 of 82

BMD-3: DELEGATION TO THE EXECUTIVE DIRECTOR

POLICY TYPE: BOARD-MANAGEMENT DELEGATION POLICIES POLICY TITLE: DELEGATION TO THE EXECUTIVE DIRECTOR POLICY REFERENCE NUMBER: BMD-3

Adopted: September 18, 2015 Next Scheduled Revision: July 2018

Previous Revisions

The Board will communicate to the Executive Director its prescribed organizational ends to be achieved by means of Ends Policies and the proscribed means or actions by which they may be achieved using Executive Limitations Policies.

1. Ends Policies: The Board will develop policies instructing the Executive Director to achieve certain results, for certain segments of the membership or stakeholder community, using an amount of resources (financial or otherwise). Ends Policies are developed as increasingly specific ends derived from the most general mission statement. Any topic that is not considered an end is defined here as a mean.

2. Executive Limitations Policies: The Board will develop policies that limit the latitude that the Executive Director may exercise in choosing organizational means. These limiting policies will describe those practices, activities, decisions, and circumstances that would be unacceptable to the Board even if they were to be effective. These policies will be developed systematically from the broadest, most general level, to increasingly narrow, specific levels. The Board will never prescribe organizational means to the Executive Director. Therefore, all means are considered pre-approved by the Board unless explicitly prohibited by the Executive Limitations Policies.

3. As long as the Executive Director uses any reasonable interpretation of the Board’s End Policies and Executive Limitations Policies, the Executive Director is authorized to establish all further policies, make all decisions, take all actions, establish all practices, and develop all activities. Any such action shall have the full force and authority as if decided by the Board.

4. The Board may change its Ends Policies and Executive Limitations Policies, thereby shifting the boundary between Board and Executive domains of authority and accountability. By doing so, the Board changes the latitude of choice accorded to


Page 15 of 82

the Executive Director. However, so long as any particular policy is in place, the Board and its members will respect and support the choices of the Executive Director.


Page 16 of 82

BMD-4: MONITORING EXECUTIVE DIRECTOR

PERFORMANCE

POLICY TYPE: BOARD-MANAGEMENT DELEGATION POLICIES POLICY TITLE: MONITORING EXECUTIVE PERFORMANCE POLICY REFERENCE NUMBER: BMD-4


Previous Revisions

The criteria against which the performance of the Executive Director will be evaluated are the job products as contained in the Ends Policies, and whether those products were delivered in a manner consistent with the Executive Limitations Policies.

1. Monitoring, therefore, is an activity that determines the extent to which Board policies are being met. Any other activity is not considered monitoring. Any information that does not lend itself to this activity is not considered monitoring data.

2. The Board will acquire monitoring information by one or more of the two methods listed here:

a. Internal report – in which the Executive Director discloses interpretations and compliance information to the Board

b. External report – in which an external, disinterested third party selected by the Board assesses compliance with the Executive Directors reasonable interpretation of Board policies

3. In every case, the Board will judge: a. the reasonableness of the interpretation, and b. whether or not the available data demonstrates compliance with the stated

interpretation of Board policy. 4. The standard for compliance shall be any reasonable interpretation provided in the

report. The Board, as a whole, is the final judge of reasonableness. 5. All policies that instruct the Executive Director will be monitored at a frequency

and by a process chosen by the Board. The Board can monitor organizational compliance to any Board policy at any time by means of any of the three methods listed above. A schedule will be determined at the outset of every Board term.


Page 17 of 82

6. Annually, the President and two Executive Board members shall evaluate the performance of the CEOED on the basis of monitoring reports in order to provide a recommendation regarding the remuneration of the CEOED.

Table 1: Compliance Evaluation Schedule

Policy Frequency (per year) Method

All Ends Policies TBD TBD

Global Executive Limitations Statement

TBD TBD

EL-1 TBD TBD

EL-2 TBD TBD

EL-3 TBD TBD

EL-4 TBD TBD

TBD TBD

TBD TBD

EL-5 TBD TBD

EL-6 TBD TBD

EL-7 TBD TBD

EL-8 TBD TBD

Acronym Method

IR Internal Executive Director Report

ER External Report


Page 18 of 82

EXECUTIVE LIMITATIONS POLICIES


Page 19 of 82

GLOBAL EXECUTIVE LIMITATIONS STATEMENT

POLICY TYPE: EXECUTIVE LIMITATIONS POLICIES POLICY TITLE: GLOBAL EXECUTIVE LIMITATIONS STATEMENT POLICY REFERENCE NUMBER: N/A


Previous Revisions

The Executive Director shall not cause or allow any organization practice, activity, decision, or circumstance that is:

1. unlawful, 2. imprudent, or 3. in violation of commonly accepted business practices or professional ethics.


Page 20 of 82

EL-1: TREATMENT OF MEMBERS

POLICY TYPE: EXECUTIVE LIMITATIONS POLICIES POLICY TITLE: TREATMENT OF MEMBERS POLICY REFERENCE NUMBER: EL-1


Previous Revisions

The Executive Director shall not cause or allow to be caused conditions, procedures, or decisions that are unsafe, untimely, disrespectful, unnecessarily intrusive to members, or which breach the confidentiality of those members.

The Executive Director shall not:

1. elicit information for which there is no clear necessity, 2. use methods of collecting, reviewing, transmitting, or storing member information

that fail to protect against improper access to that information, 3. operate facilities without reasonable accessibility or privacy, 4. allow members to be unaware of what may be expected from a service rendered, 5. allow members to be unaware of this policy, or 6. operate without a feedback mechanism that allows members to comment on the

adherence to this policy.


Page 21 of 82

EL-2: TREATMENT OF STAFF

POLICY TYPE: EXECUTIVE LIMITATIONS POLICIES POLICY TITLE: TREATMENT OF STAFF POLICY REFERENCE NUMBER: EL-2

Adopted: September 18, 2015 Next Scheduled Revision: August 2018

Previous Revisions

The Executive Director shall not cause or allow to be caused conditions that are unfair, undignified, disorganized, or unclear to paid or volunteer staff.


1. operate without written personnel procedures that: a. clarify rules for staff, b. provide for effective handling of grievances, and c. protect against wrongful conditions (such as nepotism and grossly

preferential treatment for personal reasons), 2. retaliate against an employee for non-disruptive expressions of dissent, or for

reporting to management or to the Board acts or omissions by Society staff, management, or Board members that the employee believes, in good faith and based on credible information, constitutes a violation of provincial or federal law, or a governing policy of the Board,

3. allow staff to be unprepared to deal with emergency situations, 4. allow staff to be unfamiliar with the Executive Director’s interpretations of this

policy as well as their protection under it, or 5. terminate the employment of staff without reasonable grounds.


Page 22 of 82

EL-3: FINANCIAL CONDITION AND ACTIVITIES

POLICY TYPE: EXECUTIVE LIMITATIONS POLICIES POLICY TITLE: FINANCIAL CONDITION AND ACTIVITIES POLICY REFERENCE NUMBER: EL-3


Previous Revisions

The Executive Director shall not cause or allow to be caused the financial condition or activities of the Society to be placed in fiscal jeopardy, or to allow the actual expenditures of the Society to materially deviate from Board priorities, as established in its Ends Policies.


1. incur debt or lease commitments in an amount greater than $25 000, without prior Board approval,

2. expend more funds than have been received in the fiscal year to date unless the resulting deficit can be repaid by certain and otherwise unencumbered revenues within sixty (60) days,

3. expend without Board approval any cash reserves that have been designated by the Board as restricted,

4. allow payroll or debts to be overdue, or regulatory or statutory remittances to be overdue or inaccurately filed,

5. make a single unbudgeted purchase or commitment of greater than $20 000 (splitting orders is not an acceptable means of adhering to this proscription), or

6. acquire, encumber, or dispose of real estate or enter into a lease or licence to occupy real estate for a committed period of more than six months without prior Board approval.


Page 23 of 82

EL-4: FINANCIAL PLANNING AND BUDGETING

POLICY TYPE: EXECUTIVE LIMITATIONS POLICIES POLICY TITLE: FINANCIAL PLANNING AND BUDGETING POLICY REFERENCE NUMBER: EL-4


Previous Revisions

The Executive Director shall not cause or allow to be caused a financial plan for a fiscal year to deviate materially from Board End Polices, risk placing the Society in financial jeopardy, or fail to be the derivative of a multi-year plan.

The Executive Director shall not allow the Society budget to:

1. omit a: a. credible projection of revenues and expenses, b. separation of capital and operational items, and c. disclosure of planning assumptions, or

2. provide less than 1% of the total annual budget for Board prerogatives during the year.


Page 24 of 82

EL-5: ASSET PROTECTION

POLICY TYPE: EXECUTIVE LIMITATIONS POLICIES POLICY TITLE: ASSET PROTECTION POLICY REFERENCE NUMBER: EL-5


Previous Revisions

The Executive Director shall not cause or allow to be caused corporate assets to be unprotected, inadequately maintained, or unnecessarily risked.


1. allow the organization, board members, staff, or volunteers to be uninsured against theft, fire, and casualty losses to a prudent replacement value and against liability losses,

2. subject facilities or equipment to improper wear and tear of to inadequate maintenance,

3. unnecessarily expose the Society, its Board, or staff to claims of liability, 4. receive, process, or disburse funds under controls that are insufficient to meet the

Board-appointed auditor’s standards, 5. make any purchase:

a. where normally prudent protection against any conflicts of interest have not been taken,

b. of a value of more than $5 000 without having obtained an analysis of comparative cost and quality, or

c. of a value of more then $25 000 without a stringent method of assuring the balance of long-term cost and quality,

6. allow the intellectual property, information, or files to be exposed to loss, improper access, or significant damage, nor operated without maintaining records in accordance applicable legislation,

7. invest or hold operating capital in insecure instruments, 8. endanger the organization’s public image, credibility, or its ability to accomplish its

ends as stated in its Ends Policies,


Page 25 of 82

9. change the organization’s name or substantially alter its identity in the community, or

10. compromise the independence of the Board’s audit or other external monitoring.


Page 26 of 82

EL-6: COMPENSATION AND BENEFITS

POLICY TYPE: EXECUTIVE LIMITATIONS POLICIES POLICY TITLE: COMPENSATION AND BENEFITS POLICY REFERENCE NUMBER: EL-6

Adopted: September 18, 2015 Next Scheduled Revision: September 2018

Previous Revisions

The Executive Director shall not cause or allow to be caused the fiscal integrity or public image to be jeopardized by the compensation and benefits to employees, consultants, contract workers, and volunteers.


1. change the compensation or benefits of the Executive Director, 2. establish compensation or benefits that deviate materially from the geographic or

professional market for the skills employed, or 3. create obligations over a term that are greater than reasonably projected revenue.


Page 27 of 82

EL-7: COMMUNICATION AND SUPPORT TO THE BOARD

POLICY TYPE: EXECUTIVE LIMITATIONS POLICIES POLICY TITLE: COMMUNICATION AND SUPPORT TO THE BOARD POLICY REFERENCE NUMBER: EL-7


Previous Revisions

The Executive Director shall not cause or allow to be caused the Board to be uninformed or unsupported in its work.


1. neglect to submit monitoring data by the Board according to BMD-4: Monitoring the Performance of the Executive Director in a timely, accurate, and understandable fashion.

2. let the Board be unaware of any significant incidental information it requires including anticipated adverse media coverage, threatened or pending lawsuits, and material external and internal changes,

3. allow the Board to be without decision information required periodically by the Board,

4. present information in unnecessarily complex or lengthy form, 5. allow the Board to be without internal support for official Board, officer, or

committee communications, 6. deal with the Board in a way that favours or privileges certain Board members over

others, except when: a. fulfilling individual requests for information, or b. responding to officers or committees duly charged by the Board, or c. allow the Board to be unaware of any actual or anticipated noncompliance

with any Ends or Executive Limitations Policies regardless of the Board’s monitoring schedule.


Page 28 of 82

EL-8: EMERGENCY EXECUTIVE SUCCESSION

POLICY TYPE: EXECUTIVE LIMITATIONS POLICIES POLICY TITLE: EMERGENCY EXECUTIVE SUCCESSION POLICY REFERENCE NUMBER: EL-8


Previous Revisions

In order to protect the Board from the sudden loss of the services of the Executive Director, the Executive Director shall not permit that there be fewer than 1 employee who is sufficiently familiar with Board and Executive Director issues and procedures as to take over the obligations of the Executive Director with reasonable proficiency as an interim successor.


Page 29 of 82

EL-9: NEW PROGRAM, SERVICE, OR ENTERPRISE

POLICY TYPE: EXECUTIVE LIMITATIONS POLICIES POLICY TITLE: NEW PROGRAM, SERVICE, OR ENTERPRISE POLICY REFERENCE NUMBER: EL-9


Previous Revisions

The Executive Director may not initiate any new enterprise that will jeopardize the fiscal integrity or public image of the Society.

The Executive Director shall not initiate any new enterprise that:

1. is inconsistent with the End Policies of the Board, 2. is inconsistent with the values of social responsibility, 3. is initiated without a business plan that assesses financial risk or provides fiscal

projections and sources of capital, or 4. is not communicated to the Board.


Page 30 of 82

GOVERNANCE PROCESS POLICIES


September 20, 2019 SFSS Board Policies 31

GLOBAL GOVERNANCE PROCESS STATEMENT

POLICY TYPE: GOVERNANCE PROCESS POLICIES POLICY TITLE: GLOBAL GOVERNANCE PROCESS STATEMENT POLICY REFERENCE NUMBER: N/A

Adopted: September 18, 2015 Next Scheduled Revision: October 2018

Previous Revisions

The function of the Board is to represent the interest of the members of the Simon Fraser Student Society by:

1. establishing, reviewing, and monitoring the long term strategic goals of the Society as established in the Ends Policies, and

2. ensuring that the means employed to achieve these ends are acceptable to the membership, which is determined by monitoring compliance with these Board Policies.


Page 32 of 82

GP-1: GOVERNING STYLE

POLICY TYPE: GOVERNANCE PROCESS POLICIES POLICY TITLE: GOVERNING STYLE POLICY REFERENCE NUMBER: GP-1


Previous Revisions

The Board shall adhere to the principles of Policy Governance, and fulfill its obligations by focusing on organizational vision and strategic leadership. The Board shall not involve itself in operational or administrative details, delegating that responsibility to staff via the Executive Director; instead, it shall assess the manner in which the membership is impacted by the activities of the Society.

The Board shall:

1. focus primarily on the intended long range impacts of the activities of the Society on the needs and goals of the membership it serves,

2. inspire the Society by establishing the broadest organizational values and perspectives,

3. exercise whatever discipline is required to govern with excellence, including attendance at Board and committee meetings, and ensuring that its behaviour is consistent with its purpose as stated in its Global Governance Process Statement, and its policy making principles,

4. monitor and regularly discuss its own process and performance, 5. instigate the development of new Board Policies and the review of existing Board

Policies, and 6. be accountable for the accomplishment of its function as a whole, refusing to allow

any officer, individual director, or Board committee to usurp or hinder the Board in its role.


Page 33 of 82

GP-2: BOARD JOB DESCRIPTION

POLICY TYPE: GOVERNANCE PROCESS POLICIES POLICY TITLE: BOARD JOB DESCRIPTION POLICY REFERENCE NUMBER: GP-2


Previous Revisions

In general, the job of the Board is to contribute strategically and cohesively to the established ends of the Society.

The job contributions of the Board are to:

1. be the authoritative link between the operational organization and both the members and its external stakeholders by:

a. engaging with the membership and external stakeholders, and b. reporting the results of these engagement activities where appropriate,

2. establish, review, and adjust as required the written governing policies that follow from organizational values that address:

a. organizational ends, b. board-management delegation, c. executive limitations, and d. governance processes,

3. monitor the performance of the Executive Director and ensure organizational compliance with the Board Policies,

4. cultivate a clear understanding of, and adherence to the principles of the Board’s governing processes, and

5. keep current on issues and developments related to Board governance and responsibilities.


Page 34 of 82

GP-3: CODE OF CONDUCT

POLICY TYPE: GOVERNANCE PROCESS POLICIES POLICY TITLE: CODE OF CONDUCT POLICY REFERENCE NUMBER: GP-3


Previous Revisions: February 9, 2018

The Board of Directors will conduct its business in accordance with the stipulations of the Society ActSocieties Act and the Simon Fraser Student Society Constitution and Bylaws. This commitment requires that the Board of Directors act ethically, professionally, and with the proper decorum as individuals and a group.

The Board of Directors will conduct its business in accordance with the stipulations of the Society ActSocieties Act and the Simon Fraser Student Society Constitution and Bylaws. This commitment requires that the Board of Directors act ethically, professionally, and with the proper decorum as individuals and a group.

1. Directors shall: a. demonstrate an unwavering loyalty to the interests and purposes of the

Society as a whole, b. avoid any conflict of interest in the performance of their fiduciary duties, c. act in accordance with the Human Rights Act as it relates to the individual’s

race, ethnicity, language, religion, marital status, gender, sexual orientation, age, disabilities, economic status, political affiliation, and national ancestry,

d. treat one another and all persons associated with the Simon Fraser Student Society in such a way as to preserve their dignity and communicate respect and fairness,

e. protect the confidentiality of all information, records, and material acquired through their service with the Simon Fraser Student Society by understanding and adhering to the Board Policies of the Simon Fraser Student Society, the Federal Privacy Act, the Freedom of Information and Protection of Privacy Act, and any other relevant government acts and regulations,


Page 35 of 82

f. accept full and complete accountability for their own acts and omissions, exhibiting self-discipline and the pursuit of excellence in all activities, and

g. be prohibited from giving or receiving preferential treatment for the Society’s services, and

h. respect the professional and intellectual work of others, giving those others full credit and citations when reproduced in any form.

2. Directors shall not: a. conduct any business between the Society and:

i. themselves or other directors as private individuals, nor ii. any organization in which they have a direct or indirect interest,

b. use their position to obtain employment in the Society, c. attempt to exercise individual authority over the Society, except as set forth

explicitly in the Board Policies, and to that end: i. directors shall recognize their lack of individual authority when

engaging with the Executive Director, the public, and the media, ii. directors shall not speak on behalf of the Board except as authorized

by the Board, iii. respect and apply the principle of confidentiality when dealing with

issues of a sensitive nature, iv. attend Board and committee meetings having adequately prepared

for all deliberations, v. support the legitimacy and the authority of all decisions made by the

Board, irrespective of their personal position on the issue, and vi. sign the acknowledgement of, and the agreement to act in

accordance with this code of conduct, a copy of which has been provided as an appendix.

d. store recreational drugs or alcohol on Society premises, e. consume or be under the influence of recreational drugs or alcohol on

Society premises, f. be under the influence of recreational drugs or intoxicated at Society

events, or while acting as a director in any capacity, nor g. engage in any form of sexual acts in Society spaces.


Page 36 of 82

GP-4: OFFICER JOB DESCRIPTIONS

*****THIS POLICY IS CURRENTLY UNDER REVIEW*****

POLICY TYPE: GOVERNANCE PROCESS POLICIES POLICY TITLE: ROLE OF THE CHAIR POLICY REFERENCE NUMBER: GP-4

Adopted: September 18, 2015 Next Scheduled Revision: November 2018

Previous Revisions: May 25, 2018

PRESIDENT 1. The President shall:

a. Be the Chair of the Board of Directors, and as Chair ensure that: i. the Board adherence to Board Process Policies,

ii. Board discussions relate to issues that fall within the scope of Board responsibilities,

iii. deliberations will be timely, fair, focused, and orderly, and iv. Robert’s Rules of Order will be observed except where Board

Policies provide explicitly for an alternative. b. Be the only member of the Board of Directors authorized to speak on

behalf of the Board, except where otherwise authorized by the Board, c. Be a signing officer. d. Represent the Board to outside parties in communicating the positions and

decisions established by the Board.

VICE PRESIDENT STUDENT SERVICES 2. The Vice-President Student Services shall:

a. Assume and carry out the rights, duties and obligations of the President during her or his absence or in the event that she or he should resign, be impeached or abandon office.

b. Coordinate the compilation of the Annual Report of the Board for consideration at the Annual General Meeting.

c. Coordinate and facilitate activities and services for the members of the Society.

d. Be a signing officer.


Page 37 of 82

e. Undertake all other duties and responsibilities the Board may delegate to the Vice-President of Services from time to time.

VICE PRESIDENT EXTERNAL RELATIONS 3. The Vice-President External Relations shall:

a. Be responsible for keeping the Board informed of plans or actions of external organisations, outside the University, and federal and provincial governments that have a direct bearing on the Society or its members.

b. Be responsible for Society business related to, and organize Society representation at conferences held by external organisations, other than the University, in which the Society may have membership or interest.

c. Act as a liaison between the Society and other student unions. d. Undertake all other duties and responsibilities the Board may delegate to

the Vice-President External Relations from time to time.

VICE PRESIDENT STUDENT LIFE 4. The Vice-President Student Life shall:

a. Act as a liaison between the Board, Council, and other student groups at the University.

b. Oversee the establishment and maintenance of Faculty Student Unions and Department Student Unions, and act as a liaison between the Board and Faculty Student Unions and Department Student Unions.

c. Undertake all other duties and responsibilities the Board may delegate to the Vice-President Student Life from time to time.

VICE PRESIDENT FINANCE 5. The Vice-President Finance shall:

a. Ensure that all Society funds are deposited in an appropriate account at a financial institution selected by the Board.

b. Keep careful account and be responsible for all monies received and disbursed by or on behalf of the Society. The Vice-President Finance shall not disburse funds except as provided for in these By-Laws, or by regulation.

c. Render, upon request of the Board and within fourteen calendar days, a detailed written report on the Society’s financial affairs.

d. Prepare a detailed written report on the Society’s financial affairs for consideration at the Annual General Meeting.

e. Coordinate the preparation of the budget of the Society. f. Coordinate the commercial and legal affairs of the Society. g. Be a signing officer. h. Undertake all other duties and responsibilities as the Board may delegate to

the Vice-President Finance from time to time.

VICE PRESIDENT UNIVERSITY RELATIONS 6. The Vice-President University Relations shall:

a. Act as a liaison between the Board and the University.


Page 38 of 82

b. Coordinate student representation on all University committees to which the Society nominates or appoints.

c. Coordinate student involvement in University community affairs and activities.

d. Be a signing officer Undertake all other duties and responsibilities as the Board may delegate to the Vice-President Student Affairs from time to time.


Page 39 of 82

GP-5: EXITING THE BOARD

POLICY TYPE: GOVERNANCE PROCESS POLICIES POLICY TITLE: EXITING THE BOARD POLICY REFERENCE NUMBER: GP-5


Previous Revisions

The Society and the Board are interested in hearing from exiting members of the Board and in acquiring feedback from those members on their experience as members.

The Board shall:

1. assign a Board representative to interview each exiting Director, 2. each interview will be conducted according to a standardized process and format,

and 3. preserve and make those exit reports available to the incoming Board of Directors.


Page 40 of 82

GP-6: BOARD COMMITTEE PRINCIPLES

POLICY TYPE: GOVERNANCE PROCESS POLICIES POLICY TITLE: BOARD COMMITTEE PRINCIPLES POLICY REFERENCE NUMBER: GP-6


Previous Revisions

Board committees will be used for the purpose of helping the Board do its job and not interfere with the delegation of the Board to the Executive Director – Board-Management Delegation Policies. These principles apply to any Board affiliated committee irrespective of their designation; however, they does not apply to an operational group formed by the Executive Director.

Board committees shall:

1. help the Board do its job, 2. prepare policy alternatives for the Board, with relevant analysis of the implications

of those alternatives, 3. conduct its business with a focus on the organization as a whole, and 4. be used sparingly, and normally in an ad-hoc capacity.

Board committees shall not:

5. advise staff, 6. have direct dealings with staff operations, 7. speak or act for the Board, except:

a. where explicitly authorized to do so, and b. where a clearly defined time limit to do so has been established,

8. exercise any authority over staff, including the Executive Director, or 9. monitor organizational or departmental performance.


Page 41 of 82

GP-7: BOARD COMMITTEE STRUCTURE

POLICY TYPE: GOVERNANCE PROCESS POLICIES POLICY TITLE: BOARD COMMITTEE STRUCTURE POLICY REFERENCE NUMBER: GP-7


Previous Revisions: July 6, 2018, June 19, 2017

A committee is a Board Committee only if its existence and charge come from the Board, regardless of whether Board members sit on the committee. Standing committees exist in perpetuity; ad-hoc committees cease to exist as soon as their task is complete. Each Board committee needs to develop terms of reference and have those terms of reference approved by the Board.

Upon the adoption of these Board Policies, the following standing committees are considered established:

1. Nominating Committee a. The Nominating Committee will focus on the appointment of at-large

members to Board Committees. 2. Governance Committee

a. The Governance Committee will focus on the SFSS Board Policies 3. Finance and Audit Committee

a. The Finance and Audit Committee will focus on the financial condition of the Society.

4. Executive Committee a. The Executive Committee will focus on supporting the Board should it be

unable to meet in a timely manner. 5. Federal, Provincial, and Municipal Advocacy and Lobbying Committee

a. The Federal, Provincial, and Municipal Advocacy Committee will focus on non-University advocacy and lobbying campaigns.

6. University Advocacy and Lobbying Committee a. The University Advocacy and Lobbying Committee will focus on University

advocacy and lobbying campaigns.


Page 42 of 82

7. Events Committee a. The Events Committee will focus on the proposal of, and reporting on,

events. 8. Surrey Campus Committee

a. The Surrey Campus Committee will focus on issues affecting the undergraduate student experience at the Surrey Campus.

9. Vancouver Campus Committee a. The Vancouver Campus Committee will focus on issues affecting the

undergraduate student experience at the Vancouver Campus. 10. Accessibility Fund Committee

a. The Accessibility Fund Committee will focus on issues affecting the experience of undergraduate students with disabilities and Accessibility Grant applications.


Page 43 of 82

GP-8: BOARD TRAINING, DEVELOPMENT, AND TOOLS

POLICY TYPE: GOVERNANCE PROCESS POLICIES POLICY TITLE: BOARD TRAINING AND DEVELOPMENT POLICY REFERENCE NUMBER: GP-8

Adopted: September 18, 2015 Next Scheduled Revision: December 2018

Previous Revisions

The Board will invest in its governing capacity, and will be provided with:

1. mandatory and regular training, 2. engagement mechanisms and processes to ensure a direct communications conduit

with the Society membership, and 3. the administrative tools necessary to its function (e.g. stationary, website, meeting

handouts, computers).


Page 44 of 82

GP-9: ANNUAL PLANNING

POLICY TYPE: GOVERNANCE PROCESS POLICIES POLICY TITLE: ANNUAL PLANNING POLICY REFERENCE NUMBER: GP-9

Adopted: September 18, 2015 Next Scheduled Revision: December 2018

Previous Revisions

To govern in a manner consistent with Board Policies, the Board will adopt and adhere to an Annual Board Plan that:

1. provides for a review of the Ends Policies, and 2. provides education and training components that will contribute to the continual

improvement of Board performance.

The Annual Board Planning Cycle shall:

3. span from May 1st to April 30th of the following year, 4. begin with the development of the Board Plan for the coming year, a process that

will include: a. consultations with selected groups of the Society, b. training in Policy Governance, c. other items brought forth by a Board member for consideration,

5. include consent agenda (i.e. a meeting practice which packages routine committee reports, Board meeting minutes, and other non-controversial items not requiring discussion or independent action as one agenda item) items to be dealt with by the Board as expeditiously as possible, and

6. include monitoring of the Executive Director.


Page 45 of 82

GP-10: CONFLICT OF INTEREST GUIDELINES

POLICY TYPE: GOVERNANCE PROCESS POLICIES POLICY TITLE: CONFLICT OF INTEREST GUIDELINES POLICY REFERENCE NUMBER: GP-10

Adopted: April 15, 2016 Next Scheduled Revision: December 2018

Previous Revisions

This conflict of interest policy is designed to foster confidence in the integrity of Society and its Board of Directors, and to protect the interests of the Society when it is contemplating any decision, most notably, any decision that might benefit the private interest of a director, or their friends, family members, or associates. A parallel conflict of interest policy for staff is provided in the SFSS Operational Policies.

In general, a conflict of interest exists where directors or the Board of Directors use their position to benefit themselves, or their friends, family members, or associates. Directors need not feel themselves to be in conflict for a conflict to be present. It is sufficient that there appear to be a conflict.

DEFINITIONS 1. A conflict of interest exists when a director:

a. uses, or appears to use, their position to pursue or advance their personal interests, or those of a friend, family member, or associate, and

b. benefits or appears to benefit, directly or indirectly, from a Society transaction.

EXAMPLES Conflicts of interest

• A director votes on a motion that aims to appoint a friend to a position as Chief Commissioner of the Independent Electoral Commission.

• The brother or cousin of a director is the manager of a web development firm that entered into an agreement for the provision of Web services to the Society, which the entire Board discussed and authorized.

• The Board accepts on behalf of the Society a donation from a company at which a director is employed.


Page 46 of 82

Not conflicts of interest • The nomination committee recommends the appointment of a friend of the

nomination committee who meets all the evaluation criteria. • Board approves a provision of service contract after a competitive process with a

company owed by a family member of a director who has excused themselves from any discussion of the contract as well as any vote regarding it.

• Board approves financial support for a member driven initiative, where a few directors are casually acquainted with the member, but where neither the member nor the directors will financially benefit from the transaction, and where the proposal meets all proposal evaluation criteria.

GUIDELINES 2. Where a director feels that they are subject to a conflict of interest, they must:

a. disclose the conflict in writing to the President and Executive Director even if the director only becomes aware of that conflict after a transaction is complete,

b. excuse themselves from motioning, motivating, discussing, or voting on any issue giving rise to the conflict,

c. not discuss inside or outside of a Board meeting any decision giving rise to a conflict,

d. not seek to influence any decision pertaining to that conflict, and e. immediately leave the meeting and not return until all discussion and

voting with respect to the matter giving rise to the conflict is completed. 3. If a director is unsure whether a situation involves a conflict, the director must

immediately seek the advice of the President and Executive Director, 4. Where a director feels that another Director is subject to a conflict of interest, they

must: a. disclose the conflict in writing to the President and Executive Director even

if the director only becomes aware of that conflict after a transaction is complete,

b. request that the director in question excuse themselves from motioning, motivating, discussing, or voting on any issue giving rise to the conflict,

c. request that the director in question not discuss inside or outside of a Board meeting any decision giving rise to a conflict,

d. request that the director in question not seek to influence any decision pertaining to that conflict, and

e. request that the director in question immediately leave the meeting and not return until all discussion and voting with respect to the matter giving rise to the conflict is completed.


Page 47 of 82

5. Board meeting minutes must: a. contain a standing item requiring all directors to announce any conflict or

possible conflict of interests, i. note the content and parties to any declared conflict,

b. contain a description of all declared conflicts, including the names of the directors involved, and

c. reflect that involved directors left the meetings during which there is any discussion or voting with respect to the matter giving rise to the conflict.

BREACH OF CODE 6. Where a director is found to have breached their duty by violating this policy, that

director may be: a. asked to resign from their position by the Board, b. censured by the Board, or c. impeached.

WHERE TO SEEK CLARIFICATION 7. The President and the Executive Director will provide guidance on any item in this

policy. 8. The President and Executive Director may, at their discretion, request that a

director seek the advice of outside counsel.


Page 48 of 82

GP-11: CREATION AND DISSOLUTION OF BOARD

COMMITTEES

POLICY TYPE: GOVERNANCE PROCESS POLICIES POLICY TITLE: CREATION AND DISSOLUTION OF BOARD COMMITTEES POLICY REFERENCE NUMBER: GP-11

Adopted: April 15, 2016 Next Scheduled Revision: December 2018

Previous Revisions

1. The Board may, at its discretion, establish and dissolve committees to support its governance responsibilities.

a. The Board will establish a committee by including its terms of reference in the SFSS Board Policies

b. The Board will dissolve a committee by repealing its terms of reference from the SFSS Board Policies.

c. Committees will be established as standing committees where the need is deemed to be Board is permanent.

d. Committees will be established as ad-hoc committees where the need is deemed to be temporary or project based.


Page 49 of 82

GP-12: COMMITTEE MEMBER APPOINTMENT AND

RESIGNATION

POLICY TYPE: GOVERNANCE PROCESS POLICIES POLICY TITLE: COMMITTEE MEMBER APPOINTMENT AND RESIGNATION POLICY REFERENCE NUMBER: GP-12

Adopted: April 15, 2016 Next Scheduled Revision: January 2019

Previous Revisions

This process provides the steps for the annual appointment of members to Board committees.

APPOINTMENT OF DIRECTORS TO COMMITTEES 1. Where Board members are named to committee positions, those positions will be

appointed by majority vote of the Board during the first week of May.

APPOINTMENT OF AT-LARGE MEMBERS TO COMMITTEES Schedule

2. Preparation for the appointment of at-large members to Board committees begins in March.

a. The Communications Office will prepare print materials for on- site engagement initiatives, as well as social media posts and website content to communicate the opening of the nomination period.

b. Directors will actively engage members at all three campuses to submit their nomination.

3. Nominations of at-large members to committee positions open the third week of April and close at the end of the first week of May.

4. The Nominating Committee will meet at the request of the Board or where called by its Chair.

5. Nominees will be interviewed by the Nominating Committee and its recommendations will be provided to the Board.

6. Committees members will be appointed by the Board.

Evaluation Criteria


Page 50 of 82

7. Nominees will be evaluated on the basis of the following criteria: a. knowledge of the SFSS and its purposes, b. knowledge of the terms of reference of the committee to which they are

applying, c. demonstrated past involvement in Society actSocieties Activities, d. other work or volunteer experience in the area of responsibility of the

committee, e. an ability and interest in planning and volunteering, and f. an ability to work well with others.

Selection Process 8. Each candidate will be provided 2 minutes to motivate for their appointment at a

meeting of the Nominating Committee. a. Meetings of Nominating Committee will take place at all three campuses.

9. Board will receive the recommendations of the Nomination Review Committee and discuss the recommendations in camera.

10. Board will appoint by majority vote the successful candidates ex-camera. a. Each director will have as many votes as there are members to appoint to a

committee. b. A director may not vote more than once for any applicant. c. Nominees with the highest number of votes will be appointed.

RESPONSIBILITIES OF COMMITTEE MEMBERS 11. The Chair of a committee shall:

a. ensure all meetings included in the SFSS Society calendar (Gmail), b. convene meetings as needed or where requested by the Board, c. establish meeting agenda, d. ensure all relevant documents and materials are distributed to the

committee prior to the committee meeting, e. ensure attendance is properly tracked, f. act as the primary point of contact between the committee and its

designated staff support if any, and g. report committee work to Board on behalf of the committee.

12. Committee members shall: a. attend all meetings of the committee, b. read all materials provided to the committee and prepare constructive

critical feedback regarding committee business prior to every meeting, and c. regularly volunteer in support of committee initiatives.

TERM OF APPOINTMENTS


Page 51 of 82

13. Committee appointments will expire on April 30th of each year. 14. Committee members will be deemed to have vacated their position where they have

missed two consecutive meetings without submitting notice and cause to the Chair that have been approved by the committee.

15. The committee Chair may expel a committee member where that member has missed more than one-third of the regularly scheduled meetings in any one semester.

16. Notwithstanding the terms of reference of any committee, the Board may, at its discretion, remove a committee member by 2/3 majority vote.


Page 52 of 82

GP-13: DIRECTOR STIPEND REDUCTION SCHEDULE

POLICY TYPE: GOVERNANCE PROCESS POLICIES POLICY TITLE: DIRECTOR STIPEND REDUCTION SCHEDULE POLICY REFERENCE NUMBER: GP-13

Adopted: March 6, 2017 Next Scheduled Revision: January 2019

Previous Revisions: December 1, 2017

This director stipend reduction schedule stipulates the terms according to which a director’s stipend may be reduced or withheld by the Vice-President Finance.

BI-WEEKLY REPORTS ARE SUBMITTED LATE 1. Bi-weekly work reports must be submitted to the Board by 4:00pm on the day

following each pay period. a. The stipend of an Executive Board member will be reduced by $50 where

the report is late or incomplete. i. Sections may be listed as ‘not applicable.’

b. The stipend of an Non-Executive Board member will be reduced by $25 where the report is late or incomplete.

i. Sections may be listed as ‘not applicable.’

SEMESTER REPORTS ARE SUBMITTED LATE 2. Semester work reports must be submitted to the Board by midnight of the last day

of the month following the end of a semester. a. The stipend of an Executive Board member will be reduced by $100 per day

for a maximum reduction of the value of one complete pay period where the report is late, and all stipends will be withheld until the report is submitted.

b. The stipend of a Non-Executive Board member will be reduced by $50 per day for a maximum reduction of the value of one complete pay period where the report is late, and all stipends will be withheld until the report is submitted.

FAILURE TO ATTEND A BOARD OR BOARD COMMITTEE MEETING


Page 53 of 82

3. Directors must attend all Board and Board committee meetings, excepting for academic, health, and Society related work obligations that have been communicated to the Board Chair in advance and by email, and which are approved by motion at the Board meeting.

a. The stipend of an Executive Board member will be reduced by $100 where they fail to attend a Board meeting.

b. The stipend of a Non-Executive Board member will be reduced by $50 where they fail to attend a Board meeting.

4. Directors must send in regrets 12 hours in advance to the Chair for Board meetings or Board committee meetings if it is for academic, health, or other society related

5. obligations. 6. The Chair of each committee is responsible for communicating violations of GP-13

to the VP of Finance via email. 7. All reductions to a Director’s stipend must be communicated to the Director so

that they can have the ability to choose to appeal.

LATE ARRIVAL AT A BOARD MEETING 8. Directors must attend all Board meetings on time, excepting where the director has

communicated in advance some personal or unexpected circumstances to the Chair.

a. The stipend of an Executive Board member will be reduced by $50 where they attend a Board meeting more than 10 minutes late.

b. The stipend of a Non-Executive Board member will be reduced by $25 where they attend a Board meeting more than 10 minutes late.

LATE ARRIVAL AT A BOARD COMMITTEE MEETING 9. Directors must attend all Board committee meetings on time, excepting where the

director has communicated in advance some personal or unexpected circumstances to the Chair.

a. The stipend of an Executive Board member will be reduced by $20 where they attend a Board meeting more than 10 minutes late.

b. The stipend of a Non-Executive Board member will be reduced by $10 where they attend a Board meeting more than 10 minutes late.

FAILURE TO MEET COMMITTEE OBLIGATIONS 10. Directors must be appointed to at least 2 Board committees at all times, and

Executive Directors must Chair at least one Board committee. a. The stipend of an Executive Board member will be reduced by $200 where

they are not named to at least two (2) committees, and $100 where they are not named to one (1) committee.


Page 54 of 82

b. The stipend of a Non-Executive Board member will be reduced by $100 where they are not named to at least two (2) committees, and $50 where they are not named to one (1) committee.

FAILURE TO COMPLETE REQUIRED ENGAGEMENT HOURS 11. Directors must perform at least 4 hours of member engagement per pay period, and

these must be reports on Directors’ bi-weekly reports. a. The stipend of an Executive Board member will be reduced by $50 where

they have not performed their required engagement hours. b. The stipend of a Non-Executive Board member will be reduced by $25

where they have not performed their required engagement hours.

APPEALS PROCESS 12. Where a director feels that stipend reductions have been administered incorrectly,

a director may submit a detailed appeal to Board via the President.


Page 55 of 82

GP-14: IN-CAMERA SESSIONS

POLICY TYPE: GOVERNANCE PROCESS POLICIES POLICY TITLE: IN-CAMERA SESSIONS POLICY REFERENCE NUMBER: GP-14

Adopted: March 6, 2018 Next Scheduled Revision

Previous Revisions

While the Board will record all of the decisions and topics of deliberations of Board meetings in its publicly available meeting minutes, under certain limited conditions, the Board may conduct its deliberations in camera.

The Board may deliberate in camera where those deliberations involve:

1. SFSS HR matters, 2. open contract negotiations or competitive processes, 3. a litigation process in which the Society is involved, 4. discussions involving advice subject to solicitor-client privilege, such as legal

counsel, where the Society wishes to maintain that privilege, and 5. subject matter that relates to, or is subject to the Personal Information Protection Act

(PIPA).


Page 56 of 82

GP-15: ADVOCACY AND LOBBYING STANDARDS

POLICY TYPE: GOVERNANCE PROCESS POLICY POLICY TITLE: ADVOCACY AND LOBBYING STANDARDS POLICY REFERENCE NUMBER: GP-X

Adopted Next Scheduled Revision

Previous Revisions

The Board of Directors will represent the interests of the members, as members, of the SFSS as a whole in their dealings with all other organisations.

The Board may also facilitate the advocacy or lobbying efforts of segments of its membership, supplying them with SFSS resources as appropriate.

Definitions 1. ‘Advocacy’ means acting in support or a cause or proposal. 2. ‘Lobbying’ means to conduct activities aimed at influencing public officials,

especially members of a legislative body on legislation 3. ‘Campaign’ means a set of activities in support of advocacy or lobbying efforts.

Standards 4. Board must approve all advocacy and lobbying campaigns. 5. Advocacy and lobbying campaigns may only be pursued by the Board where the

members have expressed a need and the Board has at its disposal evidence of that need.

6. The VP External Relations will act as the lead, on behalf of the Board, and liaison, to and with the Board, for all SFSS advocacy and lobbying initiatives not directly involving the University.

7. The VP University Relations will act as the lead, on behalf of the Board, and liaison, to and with the Board, for all SFSS advocacy and lobbying directly involving the University.

8. Notwithstanding GP-X.3 and GP-X.4, the Board may appoint another director or a member to act as lead or liaison for an advocacy or lobbying initiative.

9. All advocacy and lobbying initiatives presented to the Board for approval must be accompanied by a written plan containing an overview of the following:


Page 57 of 82

a. champion of the campaign, b. issue or cause addressed by the campaign, c. targeted outcome, d. measure of success, e. budget, f. timeline, g. fact sheet, h. actions taken, and i. commitments made and their status.

10. The leads of advocacy and lobbying initiatives must provide the Board with a monthly written report on progress.

11. Templates for plans and reports will be made available at all times. 12. The process for advocacy and lobbying is to be conducted annually; however, where

need arises, directors may initiate the process at any time.

Process 13. The VP External Relations, in consultation with the Campaigns, Research, and

Policy Coordinator (CRPC) will: a. review the plans and reports on past and ongoing advocacy and lobbying

campaigns provided to them by Society, b. conduct a review of relevant information on the cause or issue in question, c. develop an engagement strategy for determining member needs and

preferences regarding the cause or issue in question, d. develop a plan for the conduct of the advocacy or lobbying campaign, e. submit the plan to Board for approval, f. implement the advocacy or lobbying campaign, providing Board with a

monthly report on its development, and g. submit all reports to the CRPC for permanent filing.


Page 58 of 82

APPENDIX 1: AGREEMENT TO ADHERE

TO THE SFSS BOARD POLICIES


Page 59 of 82

AGREEMENT TO ADHERE TO THE SFSS

BOARD POLICIES

I, (print name), have read, understood, and agreed to abide by the SFSS Board Policies.

Date

Print Board member name Board member signature

Print CEOED name CEOED signature


Page 60 of 82

APPENDIX 2: BOARD COMMITTEE

STRUCTURE


Page 61 of 82

NOMINATING COMMITTEE

Name and Type Name: Nominating Committee Duration: The committee will be established at the first Board meeting of the cycle or at the leisure of the Board, and dissolved once all committee members have been appointed.

Purpose This purpose of this committee is to seek, identify, and recruit qualified members to participate in Board committees.

Membership • Voting members

o 3 Board members • Non-voting ex-officio members

o Campaigns, Research, and Policy Coordinator The Board shall appoint the Chair of the committee.

Deliverables As a Board committee, the purpose of this committee is to provide the Board with formal recommendations and reports relating to the appointment of at-large members to Board committees.

Governance The committee will strive for consensus. Where no consensus is reached, the committee will make decisions by simple majority vote.

A majority of voting members constitutes quorum.

Robert’s Rules of Order shall govern the conduct committee meetings.

Communications The committee shall meet in person as required and at the call of the Chair.


Page 62 of 82

The committee shall report on its progress at Board meetings.

The committee shall set a meeting calendar for the duration of the academic term at the first meeting of that term.

The Chair may call a meeting where a notice of three working days has been provided.

Relevant Policies The members of the committee should be familiar with the following:

• SFSS Board Policies


Page 63 of 82

GOVERNANCE COMMITTEE

Name and Type Name: Governance Standing Committee Duration: The committee will be established upon the adoption of these terms of reference and dissolved at the discretion of the Board.

Purpose This purpose of this committee is to make and report on the development of recommendations to the Board of Directors aimed at strengthening its governance processes and capacity.


o President (ex-officio) o 1 executive board member (Chair) as designated by the Board o at least 2 and up to 4 Board members in addition to the Chair

• Non-voting ex-officio members o Executive Director o Campaigns, Research, and Policy Coordinator

The Board shall appoint the Chair of the committee.

Deliverables As a Board committee, the purpose of this committee is to provide the Board with formal recommendations and reports relating to:

• SFSS Constitution, Bylaws, and Board Policies, • committee terms of reference,

• governance processes, including: o the roles and responsibilities of the Board, o duties and responsibilities of directors and officers, o conflict of interest procedures, o procedures for the removal or directors,


Page 64 of 82

o Board and committee training, o Board and candidate orientation, and o Board and Board member performance review,

• legislative changes that impact the activities of the SFSS, and • Board calendar, including:

o meeting times, o Board retreat, o Board evaluation time, o Monitoring report schedule.









• SFSS Constitution • SFSS Bylaws

• SFSS Board Policies • SFSS Strategic Plan

• Society ActSocieties Act of British Columbia


Page 65 of 82

FINANCE AND AUDIT COMMITTEE

Name and Type Name: Finance and Audit Committee Duration: The committee will be established upon the adoption of these terms of reference and dissolved at the discretion of the Board.

Purpose This purpose of this committee is to make and report on the development of recommendations to the Board of Directors regarding its financial and audit functions of the Society on behalf of Board.


o President (ex-officio) o VP Finance (Chair) or another director as designated by the Board o at least 2 and up to 4 Board members in addition to the Chair

• Non-voting ex-officio members o Executive Director o Financial Coordinator


• the audit of the Society, including: o the appointment of the external auditor, o the annual financial statements, and o the auditor’s unobstructed access to information and personnel, and

• the finances of the Society, including: o the annual budgets that are developed and presented to the Board, o the review and presentation of semesterly financial statements to the Board,

and


Page 66 of 82

o the production of regular monitoring reports by the CEOED, which are to be presented to the Board.








Relevant Policies • Ends Policies • GP-6: Board Committee Principles

• GP-7: Board Committee Structure • EL-3: Financial Condition and Activities • EL-4: Financial Planning and Budgeting • EL-5: Asset Protection

• GP-9: Annual Planning


Page 67 of 82

EXECUTIVE COMMITTEE

Name and Type Name: Executive Committee Duration: The committee will be established upon the adoption of these terms of reference and dissolve at the discretion of the Board.

Purpose This purpose of this committee is to make decisions on behalf of the Board of Directors if the Board is unable to convene in time to address an important and timely issue.


o President (Chair) or another Executive Director as designated by the Board o all currently sitting Executive Directors o all currently sitting non-Executive Directors (ex-officio)

• Non-voting ex-officio members o Executive Director


Deliverables As a Board committee, the purpose of this committee is to provide the Board with reports on any Executive Committee meeting that took place since the previous meeting of the Board of Directors outlining

• items considered, and

• motions passed.

Governance The committee will strive for consensus. Where no consensus is reached, the will make decisions by simple majority vote.


Page 68 of 82

A majority of voting members constitutes quorum, including at least four (4) executive officers.


Communications The committee shall meet in person as required and at the call of the Chair and only as required to conduct the business of the Board between Board meetings where three working days have been provided.

The committee shall report on its progress and committee agenda items at Board meetings.


• GP-7: Board Committee Structure


Page 69 of 82

FEDERAL, PROVINCIAL, AND MUNICIPAL ADVOCACY

AND LOBBYING COMMITTEE

Name and Type Name: Federal, Provincial, and Municipal Advocacy and Provincial Lobbying Committee Duration: The committee will be established upon the adoption of these terms of reference and dissolved at the discretion of the Board.

Purpose This purpose of this committee is to make and report on the development of recommendations to the Board of Directors regarding federal, provincial and municipal advocacy and lobbying campaigns and member facing student information campaigns.


o President (ex-officio) o VP External (Chair) or another director as designated by the Board o at least 2 and up to 5 Board members in addition to the Chair o up to 7 at-large members

• Non-voting ex-officio members o Executive Director o Campaigns, Research, and Policy Coordinator



• advocacy and lobbying campaigns directed towards the federal, provincial and municipal governments,

• information campaigns directed towards the Society membership regarding provincial and municipal governments advocacy and lobbying,

• any conferences and skills development events attended,


Page 70 of 82

• plans for the implementation of accepted proposals, including: o a budget, o resource requirements, o staffing requirements, and o timelines,

• summary reports on the progress of campaigns which include: o spending actuals, and o campaign highlights.











Page 71 of 82

UNIVERSITY AND ACADEMIC AFFAIRS COMMITTEE

Name and Type Name: University and Academic Affairs Committee Duration: The committee will be established upon the adoption of these terms of reference and dissolved at the discretion of the Board.

Purpose This purpose of this committee is to make and report on the development of recommendations to the Board of Directors regarding University advocacy, and lobbying campaigns, and member facing student information campaigns, and student outreach and engagement initiatives.


o President (ex-officio) o VP University (Chair) or another director as designated by the Board o at least 2 and up to 4 Board members in addition to the Chair o up to 6 at-large members

• Non-voting ex-officio members o All student representatives sitting on the University Board of Governors or

Senate o Executive Director o Campaigns, Research, and Policy Coordinator



• advocacy and lobbying campaigns directed towards the University, • information campaigns and student engagement and outreach initiatives directed

towards the Society membership regarding the University, •


Page 72 of 82

• any conferences and skills development events attended, • plans for the implementation of accepted proposals, including:

o a budget, o resource requirements, o staffing requirements, and o timelines,

• summary reports on the progress of campaigns which include: o spending actuals, o campaign highlights, and

• The committee will also coordinate campaigns with student senators and student governors, when applicable.








Relevant Policies • SFSS Constitution • SFSS Bylaws • SFSS Board Policies (Ends-1 policy) • SFSS Strategic Plan

• Society ActSocieties Act of British Columbia

Formatted: Normal, No bullets or numbering


Page 73 of 82

EVENTS COMMITTEE

Name and Type Name: Events Committee Duration: The committee will be established upon the adoption of these terms of reference and dissolved at the discretion of the Board.

Purpose This purpose of this committee is to make and report on the development of recommendations to the Board of Directors on SFSS events.


o President (ex-officio) o VP Student Life (Chair) or another director as designated by the Board o at least 2 and up to 5 Board members in addition to the Chair o up to 7 at-large members

• Non-voting ex-officio members o Executive Director o Communications Coordinator o Events Coordinator


Deliverables As a Board committee, the purpose of this committee is to provide the Board with formal recommendations and reports relating to event:

• proposals, including: o a budget, o timeline, o event schedule, o engagement opportunities, o staffing requirements, and o resource requirements,


Page 74 of 82

• progress, and • final reports on the event, including:

o financial actuals, o engagement results, o participation levels, and o a recommendation on whether or not to host similar events in the future.











Page 75 of 82

COMMITTEE FOR BOARD CONTINUITY

Name and Type Name: Committee for Board Continuity Duration: The committee will be established at the first Board meeting of the cycle or at the leisure of the Board, and dissolved once all committee members have been appointed.

Purpose This purpose of this committee is to provide the Board and its directors with a point of continuity with past Boards and past Society governance work.

Membership o 1 past members of Board who sat as a director over 10 years ago o 1 past members of Board who sat as a director between 5 and 10 years ago o 2 past members of Board who sat as a director in the last 5 years. o Board President o 2 current Board members, and o Executive Director (CEOED).

The President is the Chair of the committee.

Deliverables As a Board committee, the purpose of this committee is to provide the Board with formal recommendations relating to good governance, strategic planning, and professional development.





Page 76 of 82

Communications The committee shall meet once per semester.





• SFSS Board Policies


Page 77 of 82

SURREY CAMPUS COMMITTEE

Name and Type Name: Surrey Campus Committee Duration: The committee will be established upon the adoption of these terms of reference and dissolved at the discretion of the Board.

Purpose This purpose of this committee is to make and report on the development of recommendations to the Board of Directors regarding the all aspects of the undergraduate experience at the Surrey campus.


o President (ex-officio) o 1 Board member (Chair) o at least 2 and up to 4 Board member in addition to the Chair o up to 6 at-large members that are enrolled in a major or minor based on

Surrey campus, are taking at least one of their courses at the Surrey campus, or are an Executive member of a Surrey campus-based club.

• Non-voting ex-officio members o Staff

The Board shall appoint its Chair by majority vote.


• engagement initiatives and results, • community building events at the Surrey campus, and

• other initiatives addressing the pillars of the student experience as defined in the SFSS Board Ends Policies.


Page 78 of 82











Page 79 of 82

VANCOUVER CAMPUS COMMITTEE

Name and Type Name: Vancouver Campus Committee Duration: The committee will be established upon the adoption of these terms of reference and dissolved at the discretion of the Board.

Purpose This purpose of this committee is to make and report on the development of recommendations to the Board of Directors regarding the all aspects of the undergraduate experience at the Vancouver campus.


o President (ex-officio) o 1 Board member (Chair) o at least 2 and up to 4 Board member in addition to the Chair o up to 6 at-large members taking at least one of their courses at the Surrey

campus • Non-voting ex-officio members

o Staff The committee shall appoint its Chair by majority vote.


• engagement initiatives and results, • community building events at the Vancouver campus, and

• other initiatives addressing the pillars of the student experience as defined in the SFSS Board Ends Policies.

Governance


Page 80 of 82

The committee will strive for consensus. Where no consensus is reached, the committee will make decisions by simple majority vote.










Page 81 of 82

ACCESSIBILITY FUND COMMITTEE

Name and Type Name: Accessibility Fund Committee Duration: The committee will be established upon the adoption of these terms of reference and dissolved at the discretion of the Board.

Purpose This purpose of this committee is to make and report on the development of recommendations to Board regarding the needs of, and supports available to, students with disabilities, as well as Accessibility Grant applications.

• ‘Disability’ is defined as long-term or episodic physical, mental, intellectual, sensory or communication needs, visible or invisible, which in interaction with barriers may hinder a person's full and effective participation in society on an equal basis with others.

• ‘Barriers’ are defined as attitudinal, environmental, and organizational structures and practices that prevent a student with a disability from participating in activities, accessing services, and being accepted by others, as much as students without disabilities.

• ‘Accessibility’ is defined as countering and eliminating barriers by providing specific accommodations; changing attitudes, environments, structures and processes; and implementing practices of universal design.


o President (ex-officio) o VP Student Services (Chair) or another director as designated by the Board o at least 2 and up to 4 Board members in addition to the Chair o minimum 2, up to 4 at-large members

• Non-voting ex-officio members o Executive Director


Page 82 of 82

The committee shall appoint its Chair by majority vote.

Deliverables As a Board committee, the purpose of this committee is to provide the Board with formal recommendations and reports relating to

• Accessibility Grant applications seeking the following: o improving the accessibility to Society resources and initiatives, and o improving the experience of undergraduate students with disabilities,

• engagement with the community of members with disabilities, and • engagement with SFU regarding the supports made available to students with

disabilities.








Relevant Policies • Ends Policies

• GP-6: Board Committee Principles • GP-7: Board Committee Structure • EL-3: Financial Condition and Activities

• EL-4: Financial Planning and Budgeting • EL-5: Asset Protection • GP-9: Annual Planning • Formatted: List Paragraph, Left, Bulleted + Level: 1 +

Aligned at: 0.25" + Indent at: 0.5"

sfss.ca · mbc 2254 university and academic affairs committee simon fraser student society monday,...

Documents